Logistics and the supply chain

Th e prime objective for writing the fi rst edition of this book was to provide an up-to-date text
at a reasonable cost. We also felt that there was a signifi cant gap in the literature for a book that
off ered a broad strategic framework as well as a clear and straightforward description of the
basic functions and elements related to logistics and distribution.
In the second edition of the book, published in 2000, we provided a signifi cant revision of the
original text.

Over the last decade, supply chain management has advanced from the warehouse
and logistics to strategic management. Integrating theory and practices of supply chain
management, this book incorporates hands-on literature on selected topics of Value
Creation, Supply Chain Management Optimization and Mass-Customization. These
topics represent key building blocks in management decisions and highlight the
increasing importance of the supply chains supporting the global economy.

When you complete this chapter you should be able to: Explain the strategic importance of the supply chain, identify six supply-chain strategies, explain issues and opportunities in the supply chain, describe the steps in vendor selection, explain major issues in logistics management, compute the percentage of assets committed to inventory and inventory turnover.

In June 1998, U.S. Vice President Al Gore and the National Partnership for Reinventing Government presented a team of Army logisticians and RAND analysts the Hammer Award in recognition of a great accomplishment: making Army logistics work better and cost less. This report documents that achievement. Started in 1995, the

The first edition of Global Logistics and Distribution Planning: Strategies for
Management appeared in 1988. Since then the whole field of logistics has
changed. Of course, there is still agreement about the basic principle of a
supply chain as ‘the series of activities and organizations that materials –
both tangible and intangible – move through on their journeys from
initial suppliers to final customers’ (Waters, 2009).

Supply Chain Management (SCM) offers the possibility of increased customer
service while minimizing costs. Before choosing what type of supply chain strategy to
pursue, a firm must first evaluate the type of supply chain(s) in which it participates. The
type of functional strategies chosen should complement the type of supply chain(s) in
which the firm is a member. Certain manufacturing and logistics strategies are more
appropriate given the characteristics of the supply chain.

What can’t be measured can’t be improved. Even though Supply Chain Management is the most talked about topic today, currently no tool is available to measure any manufacturing organizations’ supply chain efficiency. Unlike productivity and or quality measurement, where the parameter can be measured objectively and expressed in unit or ratio, supply chain measurement is currently more of a qualitative statement.

As a result of the gloomy economic climate in Europe brought about by the
ongoing crisis affecting all enterprises (particularly SMEs) in France, the French
government has recently decided to create different poles of innovation and
research associated to the activities of enterprises. The objective is to propose new
ideas for helping these enterprises to be more efficient and able to resist the threat
to their existence from globalisation.
One of the difficulties of these enterprises is that they find it difficult to penetrate
the European market and export their products.

This monograph describes spend analyses that the RAND Corporation conducted in 2002 for Phase I of the Purchasing and Supply Management (PSM) demonstration at the Oklahoma City Air Logistics Center (OC-ALC) for purchases of F100 jet engines and jet engine bearings. As part of the Spares Campaign begun in early 2001 under Air Staff leadership to reengineer Air Force supply, the objective of the PSM

This monograph describes spend analyses that the RAND Corporation conducted in 2002 for the first phase of a purchasing and supply management demonstration conducted at the Oklahoma City Air Logistics Center for purchases of F100 jet engine spares and repair services and jet engine bearings. As part of the Spares

The workshop summarized in this volume was the third international meeting in a series
sponsored by the Forum on Drug Discovery, Development, and Translation of the Institute of
Medicine (IOM) to gather information from experts around the world on the threat of drugresistant
tuberculosis (TB) and how it can be addressed. The workshop was held April 18-19 and
21, 2011, in New Delhi, India, in collaboration with the Indian National Science Academy
(INSA) and the Indian Council of Medical Research (ICMR)....

This textbook grew out of a number of undergraduate and graduate courses on
logistics and supply chain management that we have taught to engineering, computer
science, andmanagement science students.The goal of these courses is to give students
a solid understanding of the analytical tools available to reduce costs and improve
service levels in logistics systems. For several years, the lack of a suitable textbook
forced us tomake use of a number ofmonographs and scientiﬁc paperswhich tended to
be beyond the level ofmost students.

Classification of a group of items in decreasing order of annual dollar
volume or other criteria. This array is then split into three classes called A, B, and C. The A
group represents 10 – 20% by number of items and 50 –70% by projected dollar volume. The
next grouping, B, represents about 20% of the items and about 20% of the dollar volume. The C
class contains 60 – 70% of the items and represents about 10 – 30% of the dollar volume.

Operations and industrial modeling and management have a long history
dating back to the first Industrial Revolution. Scheduling, inventory control,
production planning, projects management, control charts, statistical
records, customer satisfaction questionnaires, rankings and benchmarking.
are some of the tools used for the purpose of better managing operations
and services.

This Publication is concerned with the vital subject of business logistics and supply chain
management, an area that can be essential to a firm’s competitive strategy and revenue generation.
This management area has been described by many names, including physical distribution, materials
management, transportation management, logistics, and supply chain management. Relevant business
activities may include one or more of the following areas: transportation, inventory, order processing,
purchasing, warehousing, materials handling, packaging, customer service standards, and production....

Operations and industrial modeling and management have a long history dating back to the first Industrial Revolution. Scheduling, inventory control, production planning, projects management, control charts, statistical records, customer satisfaction questionnaires, rankings and benchmarking. are some of the tools used for the purpose of better managing operations and services.